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| Title: | B2B軟體服務商的服務創新之探討 - 以M公司為例
Investigating Service Innovation of B2B Software Service Providers: the Case of Company M |
| Authors: | 凃珮妤
Tu, Pei-Yu |
| Contributors: | 吳豐祥
Wu, Feng-Shang
凃珮妤
Tu, Pei-Yu |
| Keywords: | B2B軟體服務商
系統軟體服務商
服務創新
B2B行銷
關係品質
平台
生態系
服務品質
B2B software service providers
System software service providers
Service Innovation
B2B marketing
Relationship Quality
Platform
Ecosystem
Service Quality |
| Date: | 2024 |
| Issue Date: | 2024-08-05 13:06:33 (UTC+8) |
| Abstract: | 過去幾年間，疫情的爆發帶動了全球電子商務產業的爆發式增長，連帶造成品牌銷售模式和消費者行為發生了顯著的變化。儘管疫情逐漸趨緩，當今的零售模式也因此受到深遠影響，線上購物與線下通路的整合成為主流趨勢。作為提供線上官網與線下銷售串連的一站式系統軟體服務商，必須在數位轉型中找到平衡點，不僅要強化線上電子商務平台的功能，還要確保實體門市提供無縫的購物體驗。對於B2B軟體服務商而言，若想在眾多直接或間接競爭對手中保有競爭優勢，進行服務創新是一項不可或缺的策略。
本研究結合B2B行銷與服務創新理論，並透過B2B服務創新管理、B2B服務創新以及服務創新成效等三個構面的架構，來分析B2B軟體服務商進行服務創新的模式、關鍵影響因素以及其創新服務如何影響與客戶的關係。本研究採用個案研究法，選擇台灣最具代表性的軟體服務商之一: M 公司，做為深入研究之個案對象，所得到的結論主要如下:
1. B2B軟體服務商在發展服務創新時，除了會透過外部市場的觀察以及與商業夥伴的連結外，也會透過內部鼓勵自我精進的組織文化、各部門目標的有效結合，以及定期的跨部門會議等作法來提升創新成效。
2. B2B軟體服務商在與電子商務平台周邊產業的廠商進行商業合作時，其角色會轉變成連結客戶與合作夥伴的平台擁有者。並且會透過有效的平台機制和多方參與，使這種合作網路逐漸形成一個完整的平台生態系統，以提升與各方合作的成效。
3. B2B軟體服務商在根據客戶等級採用不同的收費機制之作法上，會專注於考量抽成版關鍵客戶的需求，並為其提供進階的增值服務。也會集中主要開發資源，優先為關鍵客戶提供創新服務，從而提升整體的收益和服務品質。
4. B2B軟體服務商的服務創新成效具有動態性，當其推動新服務和創新時，短期上，可能會因改變客戶的使用習慣而導致信任和滿意度的下降。然而，會透過持續的努力與創新來提升雙方的承諾關係。隨著時間的推移，這種努力最終將增強其客戶的信任和滿意度，並鞏固雙方長期的合作關係。
本研究最後並提出學術上的貢獻，以及實務上與後續研究上的建議。
In recent years, the outbreak of the pandemic has led to an explosive growth in the global e-commerce industry, resulting in significant changes in both brand sales models and consumer behavior. Despite the gradual easing of the pandemic, today's retail model has been profoundly affected, with the integration of online shopping and offline channels becoming the mainstream trend. As a one-stop system software service provider offering online and offline sales integration, it is essential to find a balance in digital transformation. This requires not only enhancing the functions of online e-commerce platforms but also ensuring a seamless shopping experience in physical stores. For B2B software service providers, service innovation is an indispensable strategy to maintain a competitive edge among numerous direct and indirect competitors.
This study combines B2B marketing and service innovation theories and uses a framework encompassing B2B service innovation management, B2B service innovation, and the effectiveness of service innovation to analyze the patterns, key influencing factors, and how innovative services affect relationships with clients for B2B software service providers. The research adopts a case study method, selecting one of Taiwan's most representative software service providers, Company M, as the in-depth study subject. The main conclusions drawn are as follows:
1. In developing service innovation, B2B software service providers not only observe external markets and connect with business partners but also enhance innovation effectiveness through an internal culture that encourages self- improvement, effective integration of departmental goals, and regular cross- departmental meetings.
2. When B2B software service providers collaborate with vendors in the e-commerce platform's peripheral industries, they transform into platform owners linking customers and partners. By utilizing effective platform mechanisms and multi- party participation, this collaborative network gradually forms a complete platform ecosystem, enhancing cooperative relationships among all parties.
3. In adopting different pricing mechanisms based on customer tiers, B2B software service providers focus on addressing the needs of key clients and providing them with advanced value-added services. They also prioritize allocating primary development resources to key clients to offer innovative services, thereby enhancing overall revenue and service quality.
4. The effectiveness of service innovation by B2B software service providers is dynamic. When they introduce new services and innovations, there might be a short-term decline in trust and satisfaction due to changes in customer usage habits. However, through continuous efforts and innovation, they can strengthen the commitment between both parties. Over time, these efforts will ultimately enhance customer trust and satisfaction, solidifying long-term cooperative relationships.
The study concludes with academic contributions and practical recommendations for future research. |
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| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
111364123 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0111364123 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
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